Safety 1 and Safety 2 with Todd Conklin

Safety 1 and Safety 2 with Todd Conklin

Health and safety are often treated as rigid disciplines, full of rules and procedures meant to control the workforce. However, Todd Conklin, a leading figure in safety innovation, challenges this traditional view with his revolutionary approach to safety management—Safety 2. In this conversation, part of the “Rebranding Safety” mini-series, Todd unpacks the key differences between Safety 1 and Safety 2, offering actionable insights for organisations striving to move beyond compliance and toward resilience.

The Evolution of Safety: From Compliance to Capacity

Traditional safety, or “Safety 1,” has long focused on reducing accidents by addressing worker errors. The underlying assumption is that workers are the problem to be fixed. As Todd explains, this approach relies heavily on compliance-based strategies, such as behavioural observation, coaching, and strict adherence to rules.

In contrast, “Safety 2” shifts the paradigm entirely. Instead of viewing workers as liabilities, it sees them as assets. Workers are no longer the problem but the solution. They bring adaptive problem-solving to the table, enabling organisations to navigate complexities and uncertainties more effectively. This philosophical shift recognises that true safety is not the absence of accidents but the presence of capacity and resilience.

Safety as a System of Resilience

Todd illustrates how Safety 2 redefines safety as a system’s ability to absorb shocks and adapt to changes without catastrophic failure. He shares a compelling analogy: You wouldn’t trust an aeroplane that relies solely on a good pilot. Instead, you count on redundant systems—backup hydraulics, co-pilots, and secondary radios—to ensure safe outcomes. Similarly, organisations must build robust systems that can tolerate human error and maintain operations under stress.

Key takeaway: Safety 2 focuses on fortifying systems, not fixing people.

The Pitfalls of Efficiency Over Resilience

Efficiency is often treated as the holy grail in business operations. Todd warns, however, that over-optimization can strip systems of their ability to handle variability. The COVID-19 pandemic exposed this flaw globally. Hospitals, for example, struggled to meet surging demands because they were optimised for cost efficiency rather than capacity.

Organisations that invest in resilience, such as cross-trained staff, often fare better during crises. This mirrors Todd’s broader message: To thrive in uncertain environments, organisations must prioritise resilience over efficiency.

The Role of Learning in Safety 2

Blame is the enemy of progress in safety. Traditional investigations often attribute failures to individual workers, creating a moral separation between management and incidents. Safety 2, however, focuses on learning. By identifying systemic weaknesses, organisations can address root causes and enhance their capacity for safe operations.

Todd emphasises that blame stops improvement; learning drives it.

Defining Safety in a Safety 2 World

When asked to define safety, Todd offers a striking perspective: Safety is not about the absence of accidents but the presence of capacity. This means having the resources, systems, and processes in place to adapt and recover when things go wrong. Whether it’s enough masks in a healthcare setting or robust fall protection on a construction site, capacity ensures resilience.

Traditional Safety 1

• Focus: Preventing accidents
• Strategy: Fixing workers’ behaviour
• Measurement: Lagging indicators (e.g., injury rates)

Innovative Safety 2

• Focus: Building resilience
• Strategy: Strengthening systems
• Measurement: Capacity and adaptability

The Future of Safety: Resilience Over Prevention

As organisations mature, they must shift their focus from prevention to control. Todd explains that traditional safety assumes preventing minor injuries will also prevent fatalities—a belief not supported by data. Fatal incidents often arise from unique, complex circumstances that prevention strategies fail to address. Instead, Safety 2 emphasises building controls and safeguards that enable systems to fail safely.

Lessons from the Pandemic: A Catalyst for Change

The pandemic revealed the limitations of traditional safety and the power of resilience. Frontline workers—doctors, nurses, and essential staff—innovated on the fly to overcome systemic shortcomings. Their adaptive problem-solving exemplifies the core principle of Safety 2: Workers are the solution, not the problem.

Todd’s advice for organisations post-pandemic:

1. Invest in the capacity to handle variability.
2. Focus on learning, not blaming, to improve systems.
3. Embrace flexibility in emergencies to adapt quickly.

Conclusion: Rebranding Safety for the Future

Todd Conklin’s insights are a wake-up call for the safety profession. The shift from Safety 1 to Safety 2 is not just a change in methods but a transformation in mindset. By viewing workers as problem-solvers and prioritising system resilience, organisations can create safer, more adaptive environments.

For safety professionals, the journey doesn’t end here. Todd encourages continued learning, open discussion, and a willingness to challenge the status quo. The future of safety lies in rethinking the old paradigms and embracing a new, resilient approach. To explore how these principles can apply to your organisation, visit our Contact Page and let’s start a conversation about advancing safety together.